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Domain knowledge

About: Domain knowledge is a(n) research topic. Over the lifetime, 18369 publication(s) have been published within this topic receiving 416605 citation(s).

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Book
01 Jan 1998-
TL;DR: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage.

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Abstract: From the Publisher: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors-experienced consultants with a track record of success-examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively?; What are the best ways to incorporate technology into knowledge work?; What does a successful knowledge project look like-and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge-experience, intuition, and beliefs-are the most valuable and the most difficult to manage. Applying the insights of Working Knowledge is every manager's first step on that rewarding road to long-term success. A Library Journal Best Business Book of the Year. "For an entire company...to have knowledge, that information must be coordinated and made accessible. Thomas H. Davenport...and Laurence Prusak... offer an elegantly simple overview of the 'knowledge market' aimed at fulfilling that goal.... Working Knowledge provides practical advice about implementing a knowledge-management system....A solid dose of common sense for any company looking to acquire -- or maintain -- a competitive edge."--Upside, June 1998

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10,623 citations


Journal ArticleDOI
Maryam Alavi1, Dorothy E. Leidner2Institutions (2)
TL;DR: The objective of KMS is to support creation, transfer, and application of knowledge in organizations by promoting a class of information systems, referred to as knowledge management systems.

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Abstract: Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

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9,058 citations


Journal ArticleDOI
Abstract: This article reports the authors' efforts to develop a practice-based theory of content knowledge for teaching built on Shulman's (1986) notion of pedagogical content knowledge. As the concept of p...

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4,051 citations


Journal ArticleDOI
TL;DR: This research suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or "preconditions" for effective knowledge management.

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Abstract: A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or “preconditions” for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

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3,983 citations


Journal ArticleDOI
Abstract: Despite the widely recognised importance of knowledge as a vital source of competitive advantage, there is little understanding of how organisations actually create and manage knowledge dynamically. Nonaka, Toyama and Konno start from the view of an organisation as an entity that creates knowledge continuously, and their goal in this article is to understand the dynamic process in which an organisation creates, maintains and exploits knowledge. They propose a model of knowledge creation consisting of three elements: (i) the SECI process, knowledge creation through the conversion of tacit and explicit knowledge; (ii) ‘ba’, the shared context for knowledge creation; and (iii) knowledge assets, the inputs, outputs and moderators of the knowledge-creating process. The knowledge creation process is a spiral that grows out of these three elements; the key to leading it is dialectical thinking. The role of top management in articulating the organisation's knowledge vision is emphasised, as is the important role of middle management (‘knowledge producers’) in energising ba. In summary, using existing knowledge assets, an organisation creates new knowledge through the SECI process that takes place in ba, where new knowledge, once created, becomes in turn the basis for a new spiral of knowledge creation.

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3,869 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202216
2021688
2020709
2019648
2018513
2017532

Top Attributes

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Topic's top 5 most impactful authors

Mohan Sridharan

18 papers, 137 citations

Edward Szczerbicki

15 papers, 157 citations

Nigel Shadbolt

15 papers, 1.4K citations

Brian R. Gaines

14 papers, 523 citations

Yolanda Gil

12 papers, 382 citations